Organizations include many different types of people and personalities that in turn create a need for different types of motivational strategies. In our organization we have three types of employees that we work with: salespeople, production workers, and administrative staff. We will be discussing which motivational theories affect each group and why it impacts each group differently.
The production staff in our organization seems to be motivated best using "Maslow's Hierarchy of Needs" theory. This theory states that a person has five levels of needs in order for a person to be motivated (Shermerhorn, 2005). The five levels are physiological, safety, social, esteem and self-actualization. Although some people have argued that this theory lacks merit on the basis that people don't necessarily follow a step by step method of motivation, the basic principle is sound. Maslow stated that people must have his/her lower level needs met before moving on to the next level. Although all employees are different, the needs discussed in this principle are definitely applicable within our organization.
The first level on the lower-order needs is physiological. The production workers within our organization are not highly paid employees. These employees are unskilled laborers that have very limited schooling. Most of the workers need this job just to provide the basic needs for their families. We are a manufacturing company that needs to remain competitive in the market in order to keep jobs. This job provides for ...
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...low sales and impact the organizations overall goals, if they do not have satisfactory reason to generate high volume. Expectancy logic indicates that a manager should be involved with their sales team by helping to create positive experiences which will increase work expectancies, instrumentalities, and valences (Schermerhorn, 2005). The Expectancy theory can result in both the sales person and the company succeeding, creating a win-win for everyone.
Scholl, R. (October 12, 2002) Motivational Processes Expectancy Theory, retrieved May 8, 2006 from www.cba.uri.edu/scholl/Notes/Motivation_Expectancy.html.
Stuller, T. (July, 2004) High expectations boost performance, Wenatchee Business Journal. Vol. 18, Issue 7, Special Section pC6-C8.
Schermerhorn, J, Hunt, J., Osborn, R., (2005), Organizational Behavior, John
Wiley & Sons, Inc., Chap 6.
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